Design Thinking to Reinvent Values in a Business Model: a 4-Step Approach Using Ideation Virtual Tools

The purpose of this paper is to create and test design thinking approach sequence, to redefine the value proposition. This paper suggests a 4-step systematic design thinking approach sequence to reinvent values in a business model, which was researched by a case study method. Based on the idea management approach the authors describe idea generation and evaluation processes by applying the design thinking approach and their possible moderation elements. Originality/value: a created approach could be applied by the organisations that would like to create new values or reinvent the existing ones in their business models value propositions.

Supply Chain View of Tourism

Tourism being observed as a supply chain, this article describe its practices under a conceptual research framework with a special reference to education tourism. The author projects the education tourism as a continuum where both service supply chains of education and tourism are integrated. The research implication is directed towards the cross-sectoral objectives of communities involving the tourists, students and destination communities. The original thoughts and value propositions in this research are portrayed as a supply chain framework. Unlike goods supply chain management, the service supply chain of education tourism grows complex due to the coexistence of the overlapping service objectives for education and tourism. Education tourism deals with students and tourists frequently interchanging their roles; leveraging the services of the vendors and outsourced partners. The increasing complexity of education tourism demands smart technology applications to manage it as an integrated total supply chain.

Marketplace as a Business Model of E-Commerce

The world market of e-commerce is growing actively due to the development of such format of trade as marketplace. Its business model is only being formed, numerous factors influence its content in contradiction with each other. Its increasing popularity leads not only to new opportunities but also to new obstacles for market players, which can cast a doubt on viability of its use. The purpose of the article is to reveal what strategic decisions taken by developers and managers of marketplaces allow the creation of an effective combination of buyers’ and sellers’ aims on the platform, thus, providing mutually profitable exchange for everyone. Three approaches to the study of marketplaces have been identified based on the analysis of the empirical base consisting of secondary information: as a framework that controls the behavior of buyers and sellers in the electronic environment; as an information system; as a business model of an e-commerce. It is concluded that there are conflicting objectives with which the key participants come to the marketplace. The understanding of the business model of the marketplace can contribute to achieving consistency between the interests of sellers and buyers. Four types of marketplace business models have been identified, and they are classified into groups according to three components: value proposition, forms of revenue generation, content of the value creation process. It has been shown that the business model of a marketplace has both advantages and disadvantages, which forces market players to develop focused strategies, and at the same time marketplaces to create value propositions of at least four types: communication stimulation, business transaction automation, coordination of the market as of an intermediary in the value chain, integration of firms and process optimization. A conclusion was made about the prospects of a business model with competitive advantages created for each marketplace.

STRATEGI PENGEMBANGAN BISNIS DENGAN PENDEKATAN BUSINESS MODEL CANVAS PADA CV GANTENG REVOLUTION

CV Ganteng Revolution merupakan industri rumahan yang bergerak dibidang pengolahan pangan. Salah satu produk yang dipasarkan adalah produk Semoet Ganteng. Semoet ganteng merupakan produk gula semut yang berkualitas dengan kemurnian 99%. Namun pada proses pemasarannya belum optimal. Untuk itu perusahaan perlu melakukan perumusan strategi dalam meningkatkan kesadaran masyarakat akan produk Semoet Ganteng. Business model canvas merupakan gambaran 9 elemen yang dapat menilai, dan mengubah model bisnis dalam bentuk 1 lembar kanvas atau kertas. Penelitian ini bertujuan untuk merancang strategi baru berdasarkan pendekatan business model canvas. Dari 9 elemen ini yang saling berhubungan yaitu customer segmen, value propositions, channels, customer relationship, revenue stream, key resources, key activities, key partnership, dan cost structure. Hasil penelitian ini menunjukkan penerapan strategi baru yang perlu ditambahkan pada beberapa elemen yaitu, channels dilakukan dengan pembuatan website dan memanfaatkan media sosial untuk promosi, promosi saat ini hanya dilakukan di akun Instagram @ganteng_organicofficial dengan pengikut sebanyak 1670 orang, kanal Youtube dengan 245 subscriber, pengikut Facebook sebanyak 70 orang, 764 orang yang melihat produk Semoet Ganteng pada akun Tokopedia, Shopee dengan pengikut 11 orang. Pada elemen customer relationship ditambah dengan pemberian voucher kepada pembeli, pembelian voucher ini senilai 50.000 diberlakukan untuk pembelian 10 karton, cost structure perlu ditambahkan biaya untuk membiayai pemasaran seperti biaya endorsement dan periklanan dimedia sosial.

Iranian communities e-business challenges and value proposition design

Purpose This paper aims to identify and examine the internal and external factors that e-business communities in Iran grapple with within value proposition design. Design/methodology/approach Although the world and global economy have been vastly affected by the financial crisis and the competitive market, most businesses and trade lines are growing significantly by the power of online marketing and e-trades. However, this process is somehow different in the Iranian market. Using literature review and combining it with the casual-comparative method, this study first reviews the literature on the business model and value proposition design and then shows the main challenges Iranian entrepreneurs face in starting their e-business, especially at the time of severe economic, political sanction. Findings This paper attests to two categories of external and internal obstacles to entrepreneurs in the country. Some internal challenges point to obstacles and problems such as poor infrastructure in technology and network equipment, the security of personal data exchanges, improper infrastructure, including the speed of the internet and its bandwidth limit and lack of programming expertise. In the case of external barriers, this paper addresses the economic sanctions and restrictions that have been imposed on internet businesses. Originality/value In this study, the authors intend to identify the challenges of internet businesses in Iran and provide effective solutions for creating new value propositions resulting in rapid and sustainable economic growth.

DESIGNING LIGHTWEIGHT OPEN INNOVATION: A CONCEPTUALISATION OF HOW LARGE FIRMS ENGAGE WITH SMALL ENTREPRENEURIAL FIRMS

There is increasing scholarly interest in how large corporations engage in open innovation with small entrepreneurial firms, with synergies potentially producing positive outcomes for both the involved parties and the surrounding ecosystem. “Lightweight models” of open innovation (LOIs) have recently been introduced, governed by trust and relationships rather than by equity ownership and transactional control. This paper introduces a design framework and an alignment model for LOIs, based on 19 inductively generated and highly interrelated design elements associated with five design themes. The study uses empirical data from 18 LOI initiatives in Sweden, and the framework explains important differences in their motives, value propositions, innovation localizations, involved participants, and forms of interactions. Applying a value perspective to open innovation highlights two different value logics, suggesting that LOI initiatives can approach value by emphasizing either value creation or value capture. These logics may greatly influence other important design elements of LOIs.

Sustainable and Circular Food Innovation—The CeTA Experience

Worldwide, around a third of loss and waste is generated at different stages of the food transformation chain, generating relevant economic, social, and environmental impacts, and increases in the water footprint, emission of greenhouse gases, pressure on the use of arable land, production costs, and decrease in the availability of food for the population. These reasons make imperative the implementation of strategies that minimize the generation of these losses. The Chilean “Technology Center for Food Innovation” (Centro Tecnológico para la Innovación Alimentaria—CeTA), aware of this problem, is contributing to the development of innovative products where materials that are considered waste or by-products from processes in the food, agriculture, cattle raising, and aquaculture industry are reused, or raw materials that do not meet commercial standards, taking advantage of their properties and bioactive compounds, turning them into value propositions that have circular economy components. Examples of these products developed in CeTA include soups, fruit purees, snacks, baked products, food ingredients, and breakfast cereals that contain valued raw materials such as barley bagasse, defatted coconut flour, fruit pomaces, discarded meats, quinoa grown in lagging areas of Chile, as well as stems, leaves, and fruit and vegetable peels, thus generating an environmental, economic, and social impact.

AI Startup Business Models

We currently observe the rapid emergence of startups that use Artificial Intelligence (AI) as part of their business model. While recent research suggests that AI startups employ novel or different business models, one could argue that AI technology has been used in business models for a long time already—questioning the novelty of those business models. Therefore, this study investigates how AI startup business models potentially differ from common IT-related business models. First, a business model taxonomy of AI startups is developed from a sample of 100 AI startups and four archetypal business model patterns are derived: AI-charged Product/Service Provider, AI Development Facilitator, Data Analytics Provider, and Deep Tech Researcher. Second, drawing on this descriptive analysis, three distinctive aspects of AI startup business models are discussed: (1) new value propositions through AI capabilities, (2) different roles of data for value creation, and (3) the impact of AI technology on the overall business logic. This study contributes to our fundamental understanding of AI startup business models by identifying their key characteristics, common instantiations, and distinctive aspects. Furthermore, this study proposes promising directions for future entrepreneurship research. For practice, the taxonomy and patterns serve as structured tools to support entrepreneurial action.